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Companies importing and exporting goods, be it finished retail products, manufacturing components or materials, now face substantial cost and price pressures that squeeze margins and force difficult pricing, sourcing, operations and distribution decisions. The result?
On the positive side, companies such as a small manufacturer of advanced plastic components used across various sectors, such as medical, industrial, automotive and consumer products has experienced increased interest from clients eager to purchase American-made goods. Where do industrial companies focus to prepare for tariffs?
The traditional metrics of excellence cost efficiency, on-time delivery while still important, are no longer sufficient in an era defined by volatility, complexity and political changes. This approach has enabled some organizations to reduce inventory by significant amounts while actually improving service levels.
Simply by tying these intelligent predictions directly to global production plans and schedules, manufacturers can profitably serve demand on one hand, while managing constraints on the other. Tying APS to a confident forecast enables manufacturers to maximize the return on all their inventory investments.
Inaccurate forecasts lead to either excess inventory or stockouts, causing increased costs, an abundance of stock that cannot be sold, lost sales and customer dissatisfaction. Rising supply costs and geopolitical issues The high-tech OEM landscape is facing a perfect storm. In response, OEMs are rethinking their strategies.
Many of the challenges faced by the world’s automotive and equipment manufacturers can be mitigated via flexible production planning. Enabled by artificial intelligence (AI), modern planning solutions enable manufacturers to create smart, flexible production plans that are continuously updated in response to real-time data.
Everything from changes in supplier availability to geopolitical issues force companies to update their plans to avoid risk and extra costs. The two ways to make a company more efficient are by streamlining operations or reducing mistakes. New issues will arise hourly in the manufacturing industry.
In the immediate, companies are stockpiling products , moving warehouses, and updating production schedules to keep costs as low as possible. Prioritize resilient strategies for all products Tariffs can change the supply chain overnight. Tariffs certainly will impact costs most directly, which likely cannot be avoided.
Leaders in logistics today: there are pressures to reduce labor costs, exceed service levels, balance inventory in the right locations to match demand, collaborate with suppliers and carriers, and connect all your decisions among your operations. Waste increases your cost and reduces first time quality and your customers’ trust.”
In todays world, companies will not generate market share without a well thought out and activated network effect strategy. If a companys business strategy does not include a move into an industry-based network, its market share will erode over time, along with its ability to leverage lower costs and logistics on a global basis.
By implementing Blue Yonder Cognitive Demand Planning, HEINEKEN is looking to increase its forecast accuracy, reduce forecast bias and — in keeping with the conference theme — make more intelligent, data-driven decisions. They explored how AI can improve forecasting and decision-making, reducing inventory and lead times.
Many virtual attendees were also present, with representatives from across logistics, procurement, manufacturing, IT and sustainability not only learning from the esteemed speakers presenting, but also sharing their expertise and experiences. Interested in where you can meet with Blue Yonder?
Geopolitical tensions, rising fuel costs, driver shortages, blocked shipping lanes and frequent supply chain disruptions make it tough to achieve reliable on-time delivery amid this complexity. While these kinds of events are hard to predict and impossible to eliminate, modern transportation management system (TMS) solutions can help.
About 30% believe AI significantly boosts productivity and cutscosts. By implementing advanced forecasting and production sequencing powered by AI, Swire Coca-Cola reduced production changeovers by 5.2%, decreased changeover times by 6%, and significantly improved market responsiveness.
production of alternative models, or halting vehicle manufacturing for the U.S. Meanwhile, suppliers like Lear, Dana, Magna International, and BorgWarner have announced layoffs, factory closures, and spending reductions in recent months. vehicle sales if they attempt to pass the full cost of tariffs onto consumers. million U.S.
Puneet Saxena, Corporate Vice President, Global Manufacturing Industry Strategy at Blue Yonder, kicked off proceedings by welcoming attendees and setting the stage for the speakers and the panel discussion that were to follow. With many repeat attendees from past years, the room was near capacity.
In addition, Nunzio also announced an entirely new class of Cognitive Mobile Apps, including apps for Replenishment, Warehouse Management, MerchOps, Manufacturing, and Space Planning. Duncan Angove, Blue Yonder CEO Our products help customers reduce waste and emissions every day. But there was a gap that needed filling.
And it provides retailers and direct-to-consumer (D2C) manufacturers with limitless access to shoppers around the world. The explosive growth of e-commerce also creates significant logistics challenges for retailers and D2C manufacturers. They need to offer low-cost or free shipping and returns, while also protecting margins.
In the dynamic manufacturing landscape, planning orders into production is no longer a routine task. Its become a pivotal competency that can significantly impact a manufacturers efficiency, productivity, profitability and service levels. Why is intelligent production planning so essential? In fact, 43.6% Looking for an APS?
The life sciences industry including pharmaceutical, medical technology and healthcare equipment manufacturers is a great example. Pharma, Medtech and healthcare manufacturers around the world bolted into action to exercise their collective strengths to combat a dire threat to global health and the life sciences supply chain.
Real-time insights and predictive analytics further empower companies to make proactive decisions, reducingcosts and enhancing service levels. Our robust and innovative solutions cater to large enterprises across diverse industries, including retailers, manufacturers and logistics services providers.
It explored how the Internet of Things (IoT), artificial intelligence (AI) and automation can boost efficiency and adaptability in automotive manufacturing. Blue Yonder makes it easy for automotive manufacturers to tackle these technology- and data-related challenges head-on.
A task that would have taken days, or even months, was cut down exponentially. But everyone wanted to reduce the impact of labor shortages on their supply chain. Unfortunately, the solutions dont seem to be as cut and dry as data cleanliness. However, there are ways companies can improve the hiring process to reduce turnover.
Based on an increasingly omni-channel world, these systems are challenged to handle the combination of downstream demand variability, upstream supplier variability, and the risk that comes with leveraging global sourcing and supply chain strategies. A supply chain goes deeper than just buyers and sellers within a transaction.
We believe this recognition highlights the Completeness of our Vision and our Ability to Execute by providing cutting-edge technology to address the complex and evolving needs of our customers. Learn how Bayer is reducing Global Transportation costs by 4% across 70+ countries. Read more about Arcadia Colds journey.
In the age of Amazon, consumers want customized fulfillment and delivery options, with fast service at a low cost. They need to monitor changing conditions in real time — like freight rates, carrier and warehouse space availability, and order volatility — and always make decisions that balance service and costs.
When Henry Ford launched his Rogue manufacturing complex near the city of Detroit at the beginning of the 20th century it was a manufacturing marvel. Today, most organizations have come to outsource various supply chain functions to focus on their core capabilities, improve costs, or expand their global footprint.
Supply chain networks At the most fundamental level, organizations must communicate with everyone from manufacturing and warehousing to transportation partners, freight forwarders, distributors, retailers, and others. So, what is the solution? First of all, there have to be benefits for all participants.
And how do you create a self-learning, self-healing environment in which change informs both future plans so they’re more feasibly constrained, and future execution to reduce firefighting? With user-specific context, network-wide awareness enables detection of meaningful change, reducing latency in generating insights.
Manufacturers and retailers must create accurate demand forecasts, get the right inventory in the right place, and line up labor, trucks and other assets. Digital solutions are equally valuable in optimizing service, costs, sustainability and other outcomes during this slightly less wonderful time of the year. The bad news?
And they want free or low-cost shipping. From online car purchases and subscription models to direct-to-consumer (D2C) sales by manufacturers, the automotive industry is experiencing a similar revolution driven by evolving consumer expectations. In this case, consumers have done the worlds automotive supply chains a favor.
The Trump administration has introduced a 25% tariff on steel and aluminum imports, a 10% tariff on Chinese goods, and additional duties aimed at the European Union, India and Japan under a “reciprocal tariff” strategy. If enacted, these tariffs could increase the cost of new vehicle models by $4,000 to $10,000.
The cost of the tariffs for U.S. He also eliminated many of Bidens tax credits created to incentivize EV buyers. World automotive leaders are approaching this challenge in different ways: BYD is revising its European strategy to produce PHEVs (plug-in hybrid EVs) alongside EVs at new facilities. And the costs are high.
For example, with 40% of manufacturers planning to increase their domestic sourcing , LSPs will see shifts in transportation and warehousing that might create excess capacity in some regions, while stretching capacity in others. Rates and costs may skyrocket as supplier networks shift. Digitalization is the clear solution.
Amid this volatility, its increasingly difficult to predict finished vehicle logistics demand, let alone optimize logistics for cost and service. Learn more about Blue Yonders comprehensive capabilities for automotive manufacturers or contact us to discuss your challenges one-on-one.
With high processing, sorting, and restocking costs and ever-rising return rates, it’s clear that returns are implicated in many of the challenges that retailers face today. The key is implementing an efficient returns strategy that ties into the business’s wider goals. The Returns Owner A strategy without an owner is unlikely to work.
The following are the insights gained from my discussion with Sunil Roy , who leads Blue Yonder’s Industrial Manufacturing Industry Strategy, during a recent Blue Yonder Live and executive customer events that we prepared for jointly. We have been working with, for example, a door manufacturer that has the kits and the components.
Here are the trends our Blue Yonder Industry Strategy team sees for the upcoming quarter: Supply Chain and Technology Supply chains will remain volatile with escalating disruptions as a result of extreme weather effects and unrest across the globe. Once bitten twice shy.
In Part I of my Supply Chain Strategy series, I explained why the five tenets of High-Performing Supply Chains remain a great starting point to build your supply chain strategy. Figure 1 – Challenges of manufacturing companies in the digital economy. Costreduction pressure. Frequent product portfolio changes.
Omni-channel has been firmly positioned as the new industry standard, forcing wholesale distributors and manufacturers to release the brakes and embrace digital transformation to stay relevant. Now more than ever, a customer-centric strategy involves offering customers more, more often. The choices are no longer “either/or”.
The key deciders of “how” are: accuracy (get it right), speed (get it fast), and efficiency (get it with minimal cost and effort). Regardless of the business model or industry, supply chain planners must evaluate alternatives, calculate costs, and develop a plan of action before the window of opportunity closes. Online orders?
As vehicles become more connected, autonomous, electric, and customizable, automotive manufacturers are increasingly evolving into technology companies. Unlike traditional manufacturers, technology companies operate with greater agility and responsiveness. As we heard at the conference, the vehicle logistics industry is responding.
In Part I of my Supply Chain Strategy series, I explained why the five tenets of High-Performing Supply Chains remain a great starting point to build your supply chain strategy. In Part II , we saw how seeking inspiration from retailers can help manufacturing companies to embrace customer-centricity. Stage 2—Supply Chain Focus.
Smart factories, smart warehouses and smart transportation are becoming a reality as manufacturers invest in technologies such as artificial intelligence (AI), machine learning (ML), Internet of Things (IoT), robotics and more. Digital innovation across every node of the supply chain is occurring – and fast.
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